In a move poised to revolutionize Liberia’s technological landscape, the government of Liberia is considering the introduction of Starlink satellite Internet service, developed by SpaceX.
This follows a recent virtual discussion between President Joseph Nyuma Boakai, Sr. and Elon Musk, the visionary CEO of SpaceX.
During their conversation, both leaders underscored the transformative potential of advanced technology, particularly in enhancing access to critical sectors such as education, healthcare, and economic development in rural areas of Liberia.
Recognizing the potential impact, President Boakai extended an invitation for Musk and his team to visit Liberia, signifying a commitment to ongoing dialogue and potential collaboration.
Concurrently, Liberia is undergoing significant reforms in its telecommunications sector.
“New regulations are being introduced to support fintech companies, aiming to foster innovation and competition in a market historically dominated by a few major players. These reforms are designed to level the playing field, enabling smaller startups to enter and thrive in the mobile and Internet services arena,” reports indicates.
The regulatory shift is expected to empower Liberian entrepreneurs, particularly those developing mobile financial solutions, by providing fair access to essential telecom resources. This marks a pivotal moment in Liberia’s tech evolution, coinciding with Musk’s interest in expanding Starlink across Africa.
Together, these developments promise a dynamic transformation in Liberia’s tech and telecom landscape, paving the way for broader connectivity and innovative services. The potential introduction of Starlink, alongside progressive regulatory changes, heralds a new era of technological advancement and economic opportunity for Liberia.
As of mid-2024, Starlink, SpaceX’s satellite internet service, has actively been expanding its presence across Africa. The service is already live in several African countries, including Nigeria, Kenya, Mozambique, Rwanda, Malawi, Zambia, Benin, and Eswatini. Starlink aims to further extend its reach to additional countries by the end of 2024. Upcoming launches are planned for Gambia, Lesotho, Senegal, Tanzania, Angola, Botswana, Madagascar, and Zimbabwe, among others.
This expansion aligns with Starlink’s goal to provide high-speed, low-latency internet access to underserved regions, particularly in rural areas where traditional broadband services are lacking.
The culture of an organization, the way that things are done, will develop whether there’s intention or not. By defining what it should be, you can influence the behavior. If you don’t define it, it’ll develop organically and you might not like the results.
Josh Sephton, Via LinkedIn.
Culture is “the way we do things around here.” When you join a new team, you will quickly be humbled. Everybody knows everybody, everyone has a circle – or not. They know the bosses’ good and bad times -read, when to ask for favors and when not to. There’s clearly a formula on how business runs, and everybody knows it, except you. The newbie. Always saying hi to those that prefer quiet mornings, inviting to lunch the project manager that eats sandwiches at his desk, or running every step of your project by your supervisor who really prefers to just oversee and give feedback. Or, the opposite- when you meet the micromanager. Most times, teams have held on to their beliefs, rituals and behaviors for far too long, and will immediately sideline anyone who dares question “the way of doing things.”
All these things, added together, really define how teams work. And, ultimately, decide whether a team will build something great, or will jeopardize the productivity of an organization. In this article, we’ll explore the profound impact of startup culture on team dynamics and why getting it right can be the difference between success and failure.
So what then, is Culture, and Why is it so Important?
Culture isn’t just about Ping-Pong tables, free snacks and beer Fridays; it’s the underlying DNA that shapes how a team works together, innovates, and ultimately thrives. A strong culture provides a shared sense of purpose and identity, aligns team members around common goals, and fosters trust, collaboration, and resilience.
With the right culture within an organization, team members feel aligned, valued and empowered to put their best foot forward. This ultimately manifests into productivity, as there is a common and shared sense of purpose. No one is sidelined, there is no deadweight on the team, or walking on eggshells when it’s time to put a point across. And, it’s not just about productivity.
When you think of startups, the thought of challenges and tough days surely must cross your mind. The beauty of a strong and positive culture is that it carries a startup –and really any organization, through the dark days. When the product launch is a flop, or the expected funding didn’t pan out. Delayed salaries and the dreaded PR disasters that are a daily dose for most startups. A trusting, aligned, resilient and optimistic team- all *aspects* cultivated by a positive organizational culture will more often than not be willing and able to endure the tough times without backing out, cutting corners or sabotaging the organization.
Conversely, a toxic or dysfunctional culture can erode morale, hinder productivity, and drive talented team members away, ultimately spelling doom for the startup.
Cultivating a Positive Startup Culture:
Building a positive startup culture requires intentional effort and a commitment from leadership to prioritize values, behaviors, and norms that support the company’s mission and vision. Elements that define a positive culture are many. Today we discuss 3 key elements of a positive startup culture, and how Core values are the foundation on which a culture is built.
1. Aligning with the core values of your organization.
Core values are the foundation on which a culture is built. By definition, core values are “ideals you believe that determine your behavior and decisions.” They do not change with every turn or dynamics of the economy, society or organizational disruption. The point of values and mission in an organization is to define a pathway and create a guide for the team to follow in the process of executing the set goals.
When hiring, it is important to look out for people who align with your core values. If, for instance, your core value as a startup is boldness, it is crucial to be on the lookout for hires that share this core value. This means people who are not afraid of leaping on new ideas, even without full knowledge. People who don’t wait for conditions to align to act. People that are ready to try, fail and then try again.
When your core value is perseverance, team members that don’t back out when the going gets tough, that stay objective as opposed to emotional or panicked in less than favorable circumstances, are your best bet. As a startup, it is crucial to realize that a hire can have the right skills and be the best on the job, but when their core values are misaligned with yours, any attempt to “be on the same page” or “share a culture” will be futile.
Every organization explicitly outlines their mission, vision and values on their websites and walls, but it is just that- words. They do not integrate their values into their daily operations- hiring, crisis management, milestone conversations.
Deciding what values will help you achieve your goals, then integrating them in your day to day running will set a good foundation for a positive culture, even for people that join in later on, or through the dynamics that are bound to happen.
2. Empowerment and Ownership.
An empowered team isn’t just an asset; they’re the heart and soul of a productive workforce. When individuals feel empowered to take ownership of their work, supported to innovate, and encouraged to voice their ideas, they not only thrive personally, they also become catalysts for positive change and contribute to a vibrant and collaborative environment where creativity, productivity and success becomes a collective journey. And that is exactly what the goal of a positive culture should be – To be on a collective journey.
Autonomy is one of the guaranteed ways to empower a team. The degree to which a team or individual has freedom to make their own decisions and take actions independently, without excessive external control or micromanagement is consistent with the level of responsibility and ownership they have towards their work. Autonomy can manifest in various forms, such as setting their own schedules, choosing how to approach tasks, making decisions about resource allocation, and having input into strategic planning and goal-setting –as long as the goal is met. When individuals have a sense of control over their work and are trusted to make decisions, they tend to feel more invested in their jobs and more motivated to perform at their best.
Empowering employees, however, goes beyond simply granting them autonomy; it is about unleashing their full potential to drive innovation, creativity, and productivity.
Implementing your team’s good ideas and giving them credit for it, ensuring employee satisfaction and engagement in brainstorming sessions, promoting and supporting their personal growth and development can create a culture where individuals thrive and contribute to the collective success of the company.
3. Diversity and Inclusion.
If you are a startup founder, I hate to break it to you, diversity and inclusion are not just buzzwords that corporates use to sound fancy. They are fundamental principles that drive innovation, creativity, and ultimately, the success of the company. When you talk of a positive organizational culture, diversity and inclusion must be among your to-do.
Diversity by definition is “the presence of a variety of different demographic and cultural characteristics within a group.” Most startup founders will be tempted to include their sister, a cousin, someone that looks like them, or with similar characters in the team. When it’s one or two, that might be okay. But at the very beginning stages of a startup, pulling all or most of your team members from your closest circle is as close to sabotage as you can get. Not only are boundaries shaky and blurred, but whenever a new team member from outside your circle or different from the team joins, they immediately are the outsider.
Diversity includes both visible differences, such as physical appearance, as well as invisible differences, such as cognitive styles, personality traits, and life experiences.
Embracing diversity means recognizing and valuing the unique perspectives, experiences, and contributions that individuals from diverse backgrounds bring to the table. It involves creating an environment where people feel respected, included, and empowered to be their authentic selves, regardless of their differences.
Inclusion on the other hand, means appreciating and empowering all team members to achieve the set goals, regardless of their differences in identity and background. This means actively having inclusive practices like training and education, implementation of ideas from different team members and equity in terms of pay.
Basically, diversity and inclusion are about creating environments where individuals from all backgrounds feel welcomed, respected, and valued, and where their unique perspectives and contributions are recognized and celebrated.
In the pulsating heart of the Fourth Industrial Revolution, where innovation meets opportunity, Africa stands at the forefront of technological advancement. And in the midst of all the exciting changes happening, although not talked about as much, women have fast risen to the call of technology and become bold trailblazers who have broken through barriers, challenged norms, and transformed the tech scene in Africa.
From coding geniuses to visionary entrepreneurs, these pioneers have not only harnessed the power of technology to change lives but have also become beacons of inspiration and hope for generations of women and young girls to come.
In this article, we honor the stories of 5 remarkable African women whose indomitable spirit, ingenuity, and vision have not only transformed the tech industry but have also left an indelible mark on the very essence of African innovation.
Naadiya Moosajee
Founder of Women in Engineering (WomEng), an organization dedicated to nurturing the talents of girls and women in engineering and technology, Moosajee is best known for her commitment to gender parity, spearheading a transformative movement to bridge the gender gap.
In 2014, Forbes recognized her as one of Africa’s Top 20 Young Power Women in Africa, while the Government of China honored her at the BRICS Summit for her outstanding contributions to STEM education for African girls. Passionate about fostering STEM education and gender equality, Moosajee is committed to shaping prosperous and equitable societies in emerging economies.
Alongside Hema Vallabh, she co-founded WomHub, further expanding their impact on the industry.
According to Moosajee, “Engineers design our world and our society, and if we don’t have women at the design table, we exclude 50% of the population.”
Betelhem Dessie
“As a young woman, coding made me feel independent and free, and that’s something I want to give other people.”
At the age of 7, Dessie fell in love with computers. And by the tender age of 20, this visionary Ethiopian technologist had six software programs patented in her name, and was involved in the development of the world-famous Sophia the robot. Dessie founded iCog-Anyone Can Code at the age of 24, an Ethiopian-based social enterprise that offers kids and youth an opportunity at a future through coding.
Through iCog, the futures of over 30,000 youths have been positively impacted, making them more employable and skilled for entrepreneurship.
Maya Horgan Famodu
Maya believes that if you want to support women, you put them in positions to do it themselves. And she lives by her words, having founded Ingressive capital and Ingressive for Good, one a venture capital thatsupports early-stage African tech startups, and the other a nonprofit providing micro-scholarships, technical skills training and talent placement to African tech talents in need, respectively.
Being the youngest Black woman to launch a tech fund, Maya Horgan has been honored by Forbes before in their “Under 30 Technology” list, in 2018.
Mary Mwangi
Mary Mwangi knows too well that being a pioneer, and especially in the tech space, is no bed of roses.
Founder and CEO of Data Integrated, this Kenyan powerhouse is a pioneer in the fintech logistics space in Africa, with her company leveraging on tech to offer financial solutions to African SMEs, with a greater focus on Kenya’s public transport system.
Being a pioneer, the challenges are there, she admits, but insists that “You can do it. You have to get up.”
Charity Wanjiku
Charity Wanjiku describes herself as a shining star and a work-in-progress all at the same time. And a shining star she is indeed, having made patented solar panels and powered the most rural parts of Kenya before solar tiles were a thing. Recognized by both Forbes and the World Economic Forum as a top woman in tech globally, Charity is the founder Strauss Energy Ltd, an off-grid solar energy startup based in Nairobi, Kenya. She lights up the lives of Kenyans in rural areas – Literally.
The uniqueness of Strauss’ solar systems lies in their special meters that can feed unused electricity back to the national grid, generating income for households.
She is passionate about breaking STEM barriers for women and girls, as in her words, “It’s important that girls are at the forefront of this digital age, because nobody will hire you if you do not have tech skills.”
African startup funding has seen a significant fall from the highs of 2021 and 2022, with investments in the startup scene in Africa dropping by around 27% in 2023
Would you start a startup if there was no funding for it? African startup funding has seen a significant fall from the highs of 2021 and 2022, with investments in the startup scene in Africa in terms of funding dropping by around 27% in 2023, according to Disrupt Africa’s African Tech Startups Funding Report. The number of investors during this time, according to the same report fell by half.
Does this inform the direction that startups might take in the future, or is it an indicator that starting a startup might not be a worthy cause in 2024? In the recent live podcast hosted by Founders Factory Africa on the good and bad of funding, experts in the startup ecosystem in Nairobi came together to discuss the importance of choosing the right capital in 2024, and how to navigate the tight belt fastened by investors.
In the panel for the live podcast episode were Rology CFO Jason Musyoka; Bruce Nsereko-Lule, co-founder and general partner at Seedstars; and June Odongo, founder and CEO of Senga Technologies.
One thing from the conversation was clear; in the fight for a win, and with the current lack of sufficient funding, startup founders might feel the need to scramble for every funding opportunity that presents itself, in the process hurting their business and perhaps themselves. Therefore despite these funding challenges, the panelists unanimously agreed that it’s still critical for startups to be reasonable and careful in choosing the investors they approach for funding.
So, what are these critical play points to be addressed in the race for funding, and how to understand good and bad funding?
Shifting investor expectations
In the best way to approach investors in these tight times, the panelists highlighted that times have changed in the ecosystem, and investors are now prioritizing fundamentals and sustainability over pure potential, advising that founders should be aware of investors’ shifting priorities and adapt their fundraising strategies accordingly. This requires founders to have a clear roadmap with achievable milestones (pilot, funding rounds) and contingency plans.
“As investors, we’re looking for a plan but you also need to model in variation,” says Nsero- Luke. “Aim to go with the plan but let’s model it if we need to spend a little bit more, for example.”
Additionally, investors are emphasizing due diligence and seeking ventures with strong fundamentals and realistic growth plans, moving away from solely chasing high-growth potential. That makes it important that they do everything they can to impress in the due diligence process.
“From an investor perspective, it’s important that you do your due diligence very well whilst you’re investing in a company so that, when you’re putting in the money, you don’t get unexpected surprises,” he adds.
Choosing the right investor
Even within this shifting environment, the panelists agree that it’s still important for startup founders to be discerning in the investors they approach for funding. More particularly, they say, founders must consider whether choosing local investors makes more sense than international ones. While international investors might have deeper pockets, local investors often have a greater contextual understanding of local environments and may therefore be better positioned to guide founders to success.
“The beauty about local investors is that we understand context,” says Musyoka. “And not just context but we also have networks. There are doors that the senior-level executives and CEOs that they introduce you to can open for you or businesses that they can enable for you that they can enable for that you wouldn’t be able to open for yourself.”
Another strategic considerations when choosing which investors to approach is your business goals. Founders should define their business goals (lifestyle vs. scaling) and align their investment strategy accordingly, potentially utilizing local angel investors and then seeking international capital for further growth.
Even with these considerations in mind, it’s still important that founders pay attention to the investment offers in front of them. “If you’ve got two competing term sheets in front of you, always go for the one that offers the least dilution,” says Musyoka, who has a unique perspective as an investor turned operator. “It gives you flexibility and allows you to operate in your known business framework.” That may mean accepting a smaller investment but, Musyoka believes that this isn’t always a bad thing.
“A small amount is not necessarily bad for you,” he says. “You just have to recalibrate and work with what you have.”
According to Odongo, getting to the right investor also means knowing when to pause, when to move and when to stop, as Senga has had to do a couple of times over the past few years.
“At one point, we were going to raise money when we had validated our idea and it was growing well. Then we got a lot of competition that was emulating some of what we were doing and they were raising tones of money, so I decided not to raise because it was clear to me that things were not going to turn out well. So we retreated and pivoted to a new niche.”
Planning for an exit (or not)
In the long run, more and more startups taking this approach may also change how we think about exits on the continent.
“Exit opportunities exist in Africa,” says Nsereko-Lule. “We have local exchanges, we have big corporations, etc. The effective exit opportunities exist here, but the types of companies that local players want to buy are very different to the ones internationals want to buy.”
“As we contextualize venture capital to the local market, it will help,” he adds. “Then we can build businesses where founders have the necessary skill sets and build businesses capable of achieving exits on the continent.”
In conclusion, depending on how a founder goes about it, funding can be one of two; a blessing or a bad thing for a startup. Even with the funding drought that the African startup system is facing, it is important for a startup to be wisely selective with choosing the right investor, lest they risk losing their soul and business in the fight.
Paymob, the Egypt-founded payments infrastructure company, raised $35 million in a pre-Series C funding round co-led by Abu Dhabi sovereign investor Mubadala Investment Company and the European Bank for Reconstruction and Development, as the fintech expands its business across the Middle East and North Africa.
British International Investment, Global Ventures and DPI Ventures also participated in the round, Paymob said in a statement.
The financing brings Paymob’s disclosed funding to more than $125 million, following a $50 million Series B in 2022 and a $22 million extension in 2024 led by EBRD.
Founded in 2015 by Islam Shawky, Alain El Hajj and Mostafa Menessy, Paymob provides a payments platform that allows merchants to accept online and in-store transactions through a single technology layer. The company connects businesses to more than 60 payment methods across its markets.
Paymob serves more than 390,000 merchants in Egypt, the United Arab Emirates, Saudi Arabia and Oman. The company plans to use the new funding to expand its digital payments acceptance business across MENA while developing products for small and medium-sized businesses and what it calls agentic commerce.
The company’s growth has increasingly shifted toward the Gulf. Consolidated revenue tripled over the past 18 months, while revenue from the Gulf Cooperation Council markets increased sevenfold, Paymob said. GCC markets now account for nearly half of its total revenue.
Paymob received a Retail Payment Services Licence from the Central Bank of the UAE in January 2025. Since then, it has added about 20,000 merchants across its three GCC markets.
“Paymob morphed into a regional platform over the past 18 months, propelled by the exponential growth of our GCC business,” Chief Executive Officer Islam Shawky said.
The company is targeting a fragmented payments market in which merchants often need to integrate separately with local card networks, buy-now-pay-later providers and bank installment systems. Paymob says its platform allows merchants to access those payment options through one contract, API and dashboard.
The new investment also brings Mubadala onto Paymob’s shareholder base as the Abu Dhabi investor increases its focus on companies supporting the UAE’s digital economy and regional technology ecosystem.
For EBRD, the investment extends its backing of Paymob as the company moves from an Egypt-focused fintech toward a broader regional payments infrastructure provider.
Paymob’s existing investors include PayPal Ventures, Kora Capital, Clay Point Capital, FMO, A15, Helios Digital Ventures, Global Ventures and DPI Ventures.
The company said it will also use the funding to accelerate products designed for agentic commerce, an emerging area in which software agents can increasingly search, select and transact with merchants on behalf of consumers or businesses.
South African fintech Mission Mobile has secured as much as 500 million rand ($30.8 million) from investment firm DN Invest as it seeks to expand smartphone financing and deepen its partnerships with mobile network operators.
The Johannesburg-based company said DNI’s investment will help accelerate product development, expand its customer base and scale the technology and distribution infrastructure behind its business. Mission Mobile announced the deal on Sept. 21.
The financing is part of a broader push by DNI into telecommunications, digital services and financial technology. The investment group has committed about 2.1 billion rand across recent investments including Mission Mobile, eSIM provider KnowRoaming and fiber businesses Frogfoot, Vox and Hypa.
Mission Mobile provides smartphones through mobile operators’ retail networks, combining device financing with connectivity offers. Its technology platform, Beam, assesses consumers using information about how they earn and spend, alongside conventional credit data, to identify customers who may be overlooked by traditional lending models.
The company is targeting a large prepaid market. More than 80% of South Africa’s roughly 108 million mobile connections are prepaid, according to Mission Mobile. The company argues that prepaid customers are harder for operators to retain because they can use multiple SIM cards and aren’t tied to long-term contracts.
Mission Mobile’s proposition is to combine access to smartphones with preferential voice and data rates and rewards. For operators, the strategy is designed to generate recurring revenue and strengthen subscriber retention; for consumers, it provides a way to spread the cost of a smartphone while maintaining the flexibility of prepaid services.
The company has spent the past year building its own consumer-vetting, billing and payments, account-management, point-of-sale and onboarding systems. It says those systems allow decisions made at the point of sale to connect with recurring billing and payment reconciliation across its retail network.
The structure of the financing also distinguishes the deal from a typical startup funding round. Reporting on the transaction says the capital includes DNI’s own funds and ring-fenced debt facilities, with part of the funding linked to the devices being financed and the repayments they generate. That gives the transaction characteristics of an asset-financing business as well as a growth investment.
DNI’s existing position in South Africa’s mobile distribution market could also give Mission Mobile access to infrastructure and relationships that would otherwise take years to build. DNI operates across telecommunications and technology and has relationships spanning the country’s major mobile networks.
Mission Mobile was founded in 2023 by brothers Tim and Adam Strike. Tim Strike is chief executive officer, while Adam Strike is chief technology officer.
For DNI, the investment extends its strategy of building an integrated telecommunications and digital-services portfolio. The group has described i
A credit card is a crucial financial tool. Apart from providing instant revolving cash, it can help you improve your credit score if you use it well. This is especially important if you plan to apply for a mortgage or vehicle financing down the road.
However, if you don’t use your card wisely, you risk overspending and damaging your credit score. In this guide, we’ll outline four factors you need to consider when applying for a credit in South Africa.
Understand Your Spending Patterns
When looking for the best credit card in South Africa, the first thing you want to consider is your monthly spending patterns. Look closely at how you spend your money every month. Some South Africans may choose to spend on food delivery and dining, while others prioritize online shopping, transport, and groceries.
When you identify your spending patterns, you can shortlist credit cards that reward the spending categories you use most often. This approach makes your rewards more relevant because you earn benefits in categories you actually use, rather than spreading your spending across perks you rarely need.
Annual Fees
When choosing a credit card in South Africa, you also want to check the annual fee and the overall cost of keeping the card. Review how much you will pay each year and whether the benefits justify that expense. Some South African credit cards have no annual fee, while others charge a fixed amount based on the card type and benefits offered.
You should also check whether the issuer waives the fee under certain conditions, such as meeting a minimum annual spend. Understanding these costs helps you compare cards based on their actual value, not just their rewards.
Interest rates
Credit cards in South Africa can have different interest rates depending on the provider and type of transaction. When comparing cards, check the interest rate on purchases, cash withdrawals, and any other applicable transactions.
If you plan to pay your balance in full each month, the interest rate may have less impact on your overall costs. However, if you expect to carry a balance from one month to the next, the interest rate becomes much more important. A lower rate can help reduce the amount of interest you pay over time.
Additionally, look beyond rewards and other perks. A card with attractive benefits may still become expensive if you regularly carry a balance and incur significant interest charges.
Overseas Usage and Foreign Currency Fees
If you travel abroad or regularly shop from international websites, check the foreign currency fees attached to a credit card. South African card providers may charge a fee when you make purchases in a foreign currency, and the exchange rate used for the transaction can also affect the final cost.
Some cards may offer travel-related benefits, such as reduced foreign transaction fees, while others may provide additional rewards on international spending. Consider how often you make overseas purchases or travel. If international spending is limited, a general-purpose card may be sufficient. If you frequently spend in foreign currencies, compare the fees and benefits carefully to find an option that suits your spending habits.
Endnote
Choosing the right credit card means looking beyond the biggest sign-up offer. Consider your spending habits, fees, rewards, and useful features before deciding. The right card should fit your financial needs and provide benefits you can actually use, rather than adding costs for perks that offer little value.
Kenya has signed a cooperation agreement with U.S. artificial intelligence company Anthropic covering AI skills, research, public-sector applications and safety as the East African country seeks to build local capacity in the rapidly developing technology.
The Joint Declaration was signed in New York on Sept. 22 on the sidelines of the United Nations General Assembly, according to Kenyan government officials and reports on the agreement.
The partnership will bring together Kenyan institutions and Anthropic to develop and test AI applications, strengthen technical skills and research capacity, and assess the safety and performance of advanced AI systems.
The cooperation will also explore applications in education and healthcare, while allowing the two sides to develop projects tailored to Kenya’s national priorities and legal framework.
The agreement comes as Kenya seeks to move beyond adopting AI products developed elsewhere and build domestic expertise in developing, evaluating and governing the technology.
Kenya’s AI Strategy 2025-2030 identifies AI infrastructure, data, research and innovation, skills and governance as key areas for developing the country’s AI ecosystem.
Under the agreement, projects will be developed with Kenyan institutions, with the aim of building local technical capacity before successful applications are expanded, according to officials familiar with the partnership.
Foreign Affairs Principal Secretary Korir Sing’Oei and Anthropic’s Elizabeth Kelly were among officials involved in concluding the agreement.
The partnership also comes as governments and technology companies face growing pressure to establish safeguards around increasingly capable AI systems.
Anthropic, which develops the Claude family of AI models, has made AI safety a central part of its business and research agenda. The company said this month it had disrupted several operations in which its AI tools were used for malicious activities, including influence operations and cyber-related activity.
One of the cases identified by Anthropic involved a Kenyan operation that used Claude to generate large volumes of political content designed to appear as grassroots social media activity ahead of the country’s 2027 general election. Anthropic said it removed the accounts and organization associated with the activity.
The Kenya partnership therefore comes at a time when the country is simultaneously expanding the use of AI and confronting questions over how the technology should be governed.
The agreement does not involve an investment or acquisition, but establishes a framework for cooperation between Anthropic and Kenyan institutions.
For Kenya, the focus will be on building skills and research capacity, testing practical applications and strengthening its ability to evaluate and govern advanced AI technologies. The partnership adds Anthropic to Kenya’s growing network of international technology partners as Nairobi positions AI as part of its wider digital transformation agenda.
Ask a growing business how it manages its payments and customer communication, and you’ll often hear a familiar story.
One provider handles collections.
Another handles payouts.
Bulk SMS runs through a third-party vendor.
Each relationship comes with its own contract, dashboard, support team and transaction records.
The result isn’t just more administration. It creates more systems for finance and operations teams to manage as transaction volumes grow.
AvadaPay brings these functions closer together, combining payment collection, payouts and Bulk SMS across multiple African markets through one integration.
Collect Payments Through Local Payment Methods
Customers want to pay using methods they already know and use.
Across African markets, that often means mobile money.
AvadaPay connects businesses to major local payment methods across its supported markets, including networks such as M-Pesa, MTN Mobile Money, Airtel Money and Orange Money.
Businesses can accept payments online with AvadaPay through an API integration, payment links or STK Push, while merchant QR codes provide another convenient option for in-person mobile money payments.
According to Winnie Odede, Regional CEO, AvadaPay East Africa:
“Payment preferences can vary significantly from one African market to another. Giving customers access to familiar local payment methods makes the payment experience easier while helping businesses adapt as they enter new markets.”
Manage Collections and Payouts in One Place
For many businesses, money doesn’t only come in.
Marketplaces may collect from customers and pay merchants. Digital platforms may need to pay partners or service providers. Other businesses regularly move funds between customers, suppliers and their wider network.
AvadaPay supports both collections and payouts, giving businesses one platform to manage money moving in and out.
Instead of managing these transactions across various platforms and tools, teams have better visibility into payment activity and fewer records to reconcile.
SMS That Works Alongside Your Payments
Payments also create moments when customers need information.
Payment received.
Your OTP is 4821.
Your payout has been processed.
Your order is ready.
Alongside its payment services, AvadaPay’s Bulk SMS allows businesses to send:
OTPs and verification messages
Payment confirmations
Transaction alerts
Service and order updates
Payment reminders
Customer offers and promotions
Bringing payments and messaging together means businesses can manage more of the customer journey with the same provider, rather than adding another system to their operations.
One Integration, Multiple African Markets
The value of this setup becomes even clearer when a business starts expanding.
As Artur Mildov, Chief Visionary Officer at Velex Group, explains:
“Expansion becomes expensive when every new market requires another layer of payment and communication infrastructure.”
AvadaPay provides payment and communication infrastructure across 17+ African markets through one integration, with local offices in Kenya, Tanzania, Rwanda and the DRC.
Instead of rebuilding the payment setup every time the business enters another country, companies can extend the infrastructure they already use into additional supported markets.
AvadaPay: One Payment Platform for Growing Businesses
As businesses grow, adding a different provider for every payment or communication requirement creates unnecessary complexity.
AvadaPay brings together local payment collection, payouts, Bulk SMS and transaction visibility within one infrastructure built for businesses operating across African markets.
Whether a business is launching a digital platform, increasing transaction volumes or expanding into new countries, AvadaPay provides a simpler way to manage the payment infrastructure behind that growth.
Collect. Pay out. Communicate. Track.
One integration instead of a fragmented payment stack.
Every legal cannabis package in the state carries a code that links back to a single plant lot. That link is traceability, and the whole supply chain depends on those files. The cannabis dispensaries hold such data as part of the product rather than paperwork for regulators alone. A shopper who reads one number gains the full history of a jar. This article explains how the system works and why documentation matters at the counter in Nevada.
What Traceability Means in Practice
Traceability covers the full path of a plant from a cultivation room to a sales counter. The best cannabis dispensaries in Nevada stock only products with an unbroken history across that path. Each stage adds data: harvest weight, lab results, package date, and transfer details. State systems hold the files, and inspectors review each one at any point.
From Plant Tag to Package Label
A unique tag attaches to each plant at an early stage of growth. The tag follows the plant through harvest, dry, and final trim. Processors assign a lot number once product moves into sealed packages. Lab samples are pulled from that same lot, so results apply to every jar inside. The number on a jar traces straight back to the original tag.
Transport Manifests and Custody Records
Licensed transport carries product between facilities under a written manifest. Each manifest lists the lot, the weight, the vehicle, and both license numbers. Staff scan every shipment on arrival and match counts against the paperwork. Matched counts clear the product for the sales floor. Every transfer between two licensed sites leaves a permanent trail.
What a Batch Code Unlocks for a Shopper
One short code on a label opens a full file. Lab results, package date, and cultivator name all connect to the same entry. Staff pulls that file on request in under a minute. Many menus also print the number beside each item online for quick reference. Five details carry the most weight for a shopper at the counter.
Lab Link: the entry opens a matched certificate of analysis.
Harvest Date: the file shows when growers cut a crop.
Cultivator Name: the log names the licensed farm behind the flower.
Package Date: the line marks when the product entered a sealed container.
Potency Match: printed figures line up with the lab document exactly.
Why the Record Helps at the Counter
Repeat Purchase Consistency
Two jars of the same strain may differ by lot. Terpene totals, potency, and moisture all shift between harvests. A batch code lets a shopper request the exact version from a prior visit. Staff search inventory by the number rather than by strain name alone. That approach turns a lucky find into a repeatable order.
Product Notices and Quick Follow-Up
Regulators sometimes issue a notice tied to one specific lot. Stores match the number against sales logs and contact each affected customer. A receipt with a batch code makes the step simple on both sides. Traceability turns a broad announcement into a precise, narrow action. Speed on that front supports steady trust between a store and a regular customer.
Records Behind a Single Purchase
Store Inventory Counts
Stores in Nevada reconcile physical stock against the state system on a daily basis. Counts cover each lot on the sales floor and inside the vault. A difference between the two prompts a full review before the next sale. Accurate counts support fast answers for a shopper at the register.
Data on a Receipt
Receipts list the product name, the lot number, the weight, and the total tax paid. That short slip acts as proof of a legal purchase across the state. Staff reprints a copy on request within the same business quarter.
How to Use Traceability on a Menu
Online menus in the state list lot data alongside price. A quick look before checkout confirms details on any item. Staff also print the code on every receipt. A simple photo of the label keeps each detail on hand for later reference at home. Two seconds of effort at the counter saves a long search weeks afterward.
Photo Habit: snap the label before the package leaves a bag.
Code Search: enter the lot number on the store menu.
Date Check: compare package date against the harvest date listed.
Farm Note: record which cultivator produced a favorite jar.
Receipt File: keep receipts grouped by month for easy reference.
Traceability turns any sealed package into a fully open book. The habit worth adoption stays very small: photograph the label before first use, then file that image beside the receipt. Those two items answer almost any later question about a specific purchase months afterward. The best cannabis dispensaries in Nevada support that simple practice and pull documents without any delay. A shopper with a number in hand walks in with real leverage, clear expectations, and steady confidence at any counter.
Absa Bank Kenya, the United Nations Capital Development Fund and the United Nations Development Programme have agreed to a financing arrangement aimed at expanding solar-powered cold storage in Kenya, seeking to address an estimated $2.1 billion infrastructure gap.
The portfolio guarantee from UNCDF will allow Absa to expand asset-based lending to companies investing in cold-chain infrastructure, including businesses operating across the horticulture, dairy, fisheries and meat sectors.
Under the arrangement, Absa will provide between $500,000 and $2 million in financing to agricultural aggregators, equipment suppliers, exporters and other large value-chain companies. The borrowers will deploy solar-powered cold-storage systems serving smallholder farmers and agribusinesses.
The financing is designed to reduce the risks associated with lending to cold-chain projects, where high upfront equipment costs and perceived market risks have limited access to commercial capital.
The initiative forms part of the second phase of a cold-chain services program being implemented by UNCDF and UNDP with support from the Mitigation Action Facility. A first phase found demand for solar-powered cold storage and was projected to reach more than 60,000 farmers and create about 1,200 jobs.
Kenya’s agriculture sector accounts for about a quarter of gross domestic product and employs more than 40% of the population, according to the Kenya National Bureau of Statistics. About 40% of agricultural production is estimated to be lost annually because of inadequate post-harvest handling and storage, according to the partners.
“Through this partnership with UNCDF and UNDP, we are unlocking innovative financing that empowers agribusinesses to invest in cold storage infrastructure, strengthening food security and improving livelihoods,” Renato D’Souza, business banking director at Absa Bank Kenya, said in a statement.
The lending will use the cold-storage equipment as collateral, alongside the UNCDF guarantee. The structure is intended to allow companies to finance equipment while reducing the amount of risk carried by the bank.
UNCDF said the guarantee is intended to catalyze private investment in Kenya’s cold-chain infrastructure as demand for storage is expected to increase through 2030.
“Through this portfolio guarantee, UNCDF is helping to de-risk lending and unlock private sector financing for solar-powered cold storage solutions,” Omon Ukpoma-Olaiya, UNCDF regional investment team lead for East and Southern Africa and the Arab States, said.
UNDP will support policy engagement, technical assistance and coordination among industry participants, while UNCDF will provide risk-sharing and blended-finance instruments.
The partners said the use of solar-powered equipment could also help extend cold-chain infrastructure into rural areas where reliable electricity remains limited, while supporting Kenya’s climate commitments and reducing food losses.
The agreement comes as Kenya seeks to attract more private capital into agricultural infrastructure, with cold storage viewed as a key link between farmers, processors, exporters and domestic markets.
Samsung has expanded access to Care+, a service plan built to help owners of eligible Galaxy smartphones in East Africa manage the cost of accidental damage, most commonly a cracked screen, through the company’s authorized service network at a subsidized repair fee.
Care+ is separate from, and complements, Samsung’s standard 24-month warranty. The warranty covers manufacturer defects at no charge for two years from purchase. Care+ covers accidental damage from everyday handling, runs for 12 months from device activation, and requires customers to register within 30 days. It allows one qualifying screen per plan, carried out with genuine Samsung parts by trained technicians.
The two benefits address different repair causes. Warranty resolves defects, while Care+ gives customers a reliable, discounted route to fixing accidental damage that a standard warranty wouldn’t cover.
By comparison, an out-of-warranty screen replacement on an A- or S-series device can cost KES 15,000–30,000+ on the open market in Kenya, making the subsidized fee a significant saving for customers who register on time.
Care+ is available only on select genuine Samsung smartphones sold with a 24-month warranty and does not apply to grey-import devices. Newly launched Fold and Flip models are not yet covered locally, as they are not officially ranged in these markets with an applicable 24-month warranty.
How to register
Customers can sign up in two ways:
Online, via samsungcareplus.com, by entering their device’s IMEI or serial number
On-device, for newer phones running One UI 9; including the Galaxy S26 FE, A08, A18, Fold8 and Flip8 series via Settings > Warranty & Care
For repairs or support, customers are directed to Samsung’s authorized service center network; in Kenya, Samsung’s customer care line is 0800 545 545
City Distro, a Nigerian startup, wants to digitise the distribution of fast-moving consumer goods, starting with a network covering seven Nigerian hubs and targeting expansion across Africa.
The company connects manufacturers with retailers through a platform that combines inventory data, logistics and direct ordering. It is targeting a fragmented distribution system that often relies on multiple intermediaries and informal retail networks.
“Distribution in this part of the world is inherently local and heavily last-mile driven,” said Olamide Olabisi, founder and CEO of City Distro. “What has been missing is supply-chain intelligence.”
City Distro said it has reached more than 1,000 retail stores over the past two years and distributed more than 5 million units of goods worth over $3 million. It says orders are typically fulfilled within 24 to 48 hours.
Its retail customers include Prince Ebeano Supermarket, Foodco, Market Square, Pick n Pay and Jendol Supermarket. Operations span Lagos, Abeokuta, Ibadan, Osogbo, Port Harcourt and Abuja.
The company’s platform provides manufacturers with inventory and demand data, connects them directly with retailers and coordinates deliveries through a network of micro-hubs.
City Distro also plans to offer financial services, including inventory-backed credit for retailers based on sales data.
The company distributes beverages, household products and food staples, with a focus on emerging brands that can face challenges reaching fragmented retail markets.
It plans to expand its retailer network to more than 10,000 locations, add manufacturers and increase logistics capacity before entering other African markets.
Africa’s fast-moving consumer goods market was estimated at $628 billion in 2025 and is projected to reach $1.047 trillion by 2033, according to figures cited by City Distro.
Kenya’s mobile-money subscriptions reached 54 million by June, extending the country’s long-running shift toward mobile-based payments and financial services.
Mobile-money subscriptions increased 13.2% during the 2025/26 financial year to 54.01 million, according to the Communications Authority of Kenya.
The figure represented a penetration rate of 101.3%.The penetration rate above 100% reflects subscriptions rather than unique individuals, meaning one person can have more than one mobile-money account or subscription.
The expansion of mobile money is occurring alongside broader growth in Kenya’s telecommunications market. Active mobile subscriptions reached almost 88 million by June, while smartphone connections climbed to 52.26 million.
Mobile data subscriptions reached 64.26 million, up 9.7% from a year earlier, giving consumers greater access to applications and online services through mobile networks.
The combination is reinforcing the role of the mobile phone as a financial-services platform.Kenya’s mobile-money market remains highly concentrated.
Safaricom had an 88.8% share of mobile-money transfers at the end of June, according to the regulator. The company also held 69.8% of mobile subscriptions and 64.4% of mobile broadband subscriptions.The growth of mobile money has also become increasingly important to telecom operators’ revenue models.Kenya’s mobile-service revenue rose 3.6% to KSh440.9 billion in 2025.
The largest revenue category was “other services,” which accounted for 42.8% of total mobile-service revenue and includes mobile money, roaming, bulk SMS and airtime credit.
Data accounted for 28.2%, voice for 25.6% and SMS for 3.4%.The figures illustrate the changing economics of telecommunications in Kenya. Voice and SMS remain important services, but financial services and data are becoming a larger part of the commercial value generated by mobile networks.
The growth of mobile money is also taking place as smartphone adoption accelerates. Kenya had 52.26 million smartphones connected to mobile networks by June, compared with 27.42 million feature phones.
The Communications Authority said smartphone uptake has been supported by the expansion of 4G and 5G networks.Mobile broadband subscriptions reached 54.93 million, representing 85.5% of total mobile data subscriptions.
The regulator said 4G was the most adopted broadband technology and that mobile data consumption across 4G and 5G networks continued to rise.
The country’s communications habits are changing alongside its payment habits. Domestic SMS traffic declined 0.3% during the financial year to 57.1 billion messages, with the regulator linking part of the decline to internet-based messaging services such as WhatsApp.
For Kenya’s financial and telecommunications industries, the continued expansion of mobile money places payments at the center of an increasingly digital mobile ecosystem.
The latest figures show that mobile money is no longer simply an additional service attached to telecommunications networks. It has become one of the largest components of the economic activity taking place through Kenya’s mobile infrastructure.
Earlier this month TECNO, a global AI-driven innovative technology brand, achieved two IFA Global Product Technology Innovation Awards at IFA 2026 for its products: the revolutionary TECNO Modular Phone and the ultra-compact Tonino Lamborghini TECNO TAURUS (MEGA MINI G1 Pro).
Tonino Lamborghini TECNO TAURUS (MEGA MINI G1 Pro) took the Miniaturized Gaming PC Technology Innovation Gold Award, standing out with its Italian aesthetics and the exceptional performance in the compact body. Meanwhile, the TECNO Modular Phone was honored with the Ultra Slim Magnetic Modular Technology Innovation Gold Award, praised for its ultra slim craftsmanship and unique modular magnetic technology. The recognition adds to TECNO’s growing reputation among Kenyan tech media and consumers as a brand willing to push design boundaries beyond its familiar Camon, Spark and POVA phones sold through your favorite phone dealer.
These awards once again demonstrate TECNO’s sustained breakthroughs in product innovation and industry leading craftsmanship in design excellence. The Global Product Technology Innovation Awards were established in 2014 by IDG, IFA, and DIHK to celebrate excellence across the global consumer electronics industry. The awards honor products that set new industry benchmarks and drive innovation through intelligent technology and user centric design.
TECNO Modular Phone: The World’s Thinnest Modular Smartphone
At just 4.9mm, the TECNO Modular Phone is the world’s slimmest modular smartphone. Powered by proprietary Modular Magnetic Interconnection Technology, combining a precision magnetic array with pogo pin connectors, it offers a flexible ecosystem of ten high performance modules that respond dynamically to changing user needs. The host retains a 3000 to 4000mAh battery, while modules draw power directly for a snap and go experience. The portless unibody achieves an IP rating for dust and water resistance. The TECNO Modular Phone is also set to enter mass production soon, a development Kenyan buyers who currently rely on your favorite phone dealer for their TECNO devices will be watching closely.
Engineered to be the ultimate physical gateway for personal AI assistants, it also resolves the inherent conflict between rising AI computing demands and limited device space. The technology has earned over 20 accolades from leading media including CNET, Android Authority, Yanko Design, and The Verge, with CNET and Yanko Design naming it among the Best of MWC 2026, and The Verge recognizing it as the Best Mobile Tech at MWC 2026.
Tonino Lamborghini TECNO TAURUS: One of the World’s Smallest Water Cooling Gaming Mini PCs
Tonino Lamborghini TECNO TAURUS (MEGA MINI G1 Pro) is one of the world’s smallest water cooling gaming PCs at around 6.36 liters. Its vertical chassis with a panoramic transparent window fuses iconic Italian design with raw engineering, transcending traditional hardware to bring a luxury lifestyle into the gaming tech arena. Powered by the Intel Core i9 13900HK and NVIDIA GeForce RTX 5060 (614 AI TOPS, 145W TGP, DLSS 4), it achieves the absolute pinnacle of performance, empowering gamers with high fidelity play and users with a high efficiency AI workstation. The water cooling system sustains peak frequencies under load, while 15 ports including OCuLink, USB4, and WiFi 6E deliver expandability and connectivity. The design was recognized with Yanko Design’s Best of MWC award.
In addition to these two award winning products delivering powerful, stylish, and AI driven solutions, TECNO made waves at IFA with the Next Gen Bezelless Concept Phone featuring a revolutionary 0mm screen bezel, and the convertible laptop MEGABOOK T15 360 Pro. Both are concept devices rather than retail ones, so don’t expect them in your favorite shop any time soon. But TECNO has a habit of trickling flagship design ideas down into its Camon and Spark ranges within a year or two, so these are worth watching for anyone who upgrades on that cycle, and a preview of what Kenyan consumers can eventually expect to see filter down into the devices they actually buy.
Prices shift while an investor sleeps or sits in a meeting. An algorithm won’t remove uncertainty. It follows pre-set instructions, perhaps entering a position when two moving averages cross or standing aside when costs climb. Code acts on those instructions, but the decisions behind them still belong to the person who wrote them.
That sums up how algorithmic trading works for everyday investors. A computer programme watches market data, tests a rule, and sends an order when conditions are met. Technology that once lived on institutional trading desks has moved into retail platforms. Brokers like Versus Trade let traders connect these systems to real markets, and the investor still sets the scope and the risk.
Algorithmic trading starts with a precise rule
At its core, algorithmic trading turns a trading rule into code. “Buy if the price closes above its 50-day average” is a rule. So is “close the position if the loss hits 1% of the account.” The algorithm reads real-time market data and can execute trades without a human trader clicking anything.
This also gives the practical answer to what automated trading is. Automation does not automatically mean AI or high-frequency trading. Many retail systems follow fixed instructions and familiar technical indicators. They might watch a stock price, a forex pair, or a cryptocurrency, then create buy and sell orders when a signal appears.
The trading process breaks into several stages:
A programme can finish these steps faster than manual trading, but speed alone does not improve trading results. Market conditions can shift between the signal and the fill, so the market price may differ from the one the algorithm first saw.
How forex and CFD algorithms reach the market
Retail algorithms sit between a price stream and a broker’s execution system. The trading platform supplies quotes and account data. The programme evaluates the data and sends an instruction. What happens next depends on the broker’s execution model, the order type, the quoted price, and available liquidity.
That chain matters in forex and CFD markets because spreads, leverage, liquidity, and rapid price moves can change outcomes. An algorithm might spot the same entry in two sessions but receive different fills when volatility or trading volume changes. The infrastructure behind online trading technologies affects execution as much as the screen a trader sees.
Large trading firms may divide a large order to lower market impact. Retail algo trading usually works at a smaller scale. A personal system might place a sell order after support breaks, rebalance a portfolio monthly, or stop after a daily loss limit. These still count as algo strategies even when they run only a few times a week.
Asset hours still apply. Cryptocurrency venues can operate 24/7, while forex generally trades around the clock from Monday to Friday. Stock exchanges have set sessions. An algorithm still needs an open market and a working connection.
Expert Advisors made automated trading more accessible
Expert Advisors, or EAs, brought programmable trading into retail terminals. That shift changed who could test rule-based execution in live markets. In MetaTrader 5, an EA can react to price ticks, timer events, and trading activity. MQL5 lets developers build automated trading strategies, custom indicators, and analytical tools.
That structure opened algo trading beyond quantitative funds. A trader could write an EA, commission one, or pick from free examples for testing. The programme could watch predefined conditions and manage orders inside the same terminal used for manual positions. You still needed to understand its assumptions and exposure.
“When MetaQuotes introduced MQL, traders suddenly had the opportunity to build their own indicators and expert advisors. Today, AI is taking that evolution even further.”
Expert Advisors also show why algorithmic trading differs from high-frequency trading. HFT firms compete through specialised connections and execution measured in fractions of a second. A retail EA has different goals, costs, and technical limits. Both use algorithms to execute orders, but their speed and market impact are not comparable. Broader resources to read and learn about CFD trading also cover strategies that remain entirely manual.
AI can adapt models, but it does not remove uncertainty
AI enters when a system learns patterns from data or adjusts a model instead of following only a fixed formula. It might estimate the probability of a price move from historical data, volatility, and trading volume. That output can inform trade decisions or position sizing.
“AI trading bots” is often used as a catch-all label. Some trading bots are conventional rule-based programmes with no machine learning. Others use AI models for signals but keep fixed controls for execution and risk management.
AI brings its own weaknesses. A historical pattern may vanish in live trading. Models can fit noise or react badly to changing market conditions. Even an accurate forecast may leave out spreads, commissions, and slippage. Security matters when third-party software receives account access or API permissions.
The benefits of algorithmic trading come down to practical matters. Code can watch several instruments and respond consistently, while reducing impulsive changes. It can also repeat the same mistake across every order. Removing emotion from trading does not remove flawed assumptions.
Risk management belongs inside the trading algorithm
A signal says when to buy or sell. A complete trading algorithm also defines position size, maximum exposure, exit conditions, and what happens after a failure. Without those controls, an automated strategy can turn a short burst of unusual volatility into a chain of rapid losses.
Common safeguards include a maximum risk per trade, a daily loss ceiling, limits on open positions at one time, and a rule that blocks entries when spreads widen. Some systems pause after missing data or a rejected order. Others close positions when the connection recovers. These controls need testing because a stop-loss instruction does not guarantee execution at one exact price, especially in a fast or gapping market.
The principles in guidance on Forex risk management still apply when software places the order. Leverage magnifies gains and losses. Correlated positions can create more exposure than separate charts suggest. A system trading several currency pairs may effectively make the same US dollar bet more than once.
Backtesting helps reveal how algorithmic trading strategies would have behaved on historical data. It can show drawdowns, frequency, sensitivity to costs, and performance under different market conditions. It cannot reproduce the future. Results get especially fragile when a developer repeatedly changes rules until the strategy fits one dataset.
A more credible test separates development data from unseen data, includes realistic costs, and checks several market regimes. Demo or paper trading then shows how the system handles real-time market data and order flow without risking capital. Live trading, when it follows, often starts at a smaller scale because simulated fills may be cleaner than actual ones.
How to start algorithmic trading for beginners
Retail investors can make algorithmic trading work without turning it into a high-frequency engineering project. A narrow, observable rule is easier to evaluate than a complicated model with dozens of variables. The first version might automate an alert or calculate position size before it gets permission to execute trades.
Platform choice shapes the next step. Some services include visual strategy builders. Others support scripts, APIs, or a marketplace for existing software. Existing programmes still need scrutiny: you need to know which instruments they trade, if they hold positions overnight, and how their risk limits behave.
Costs and permissions differ by broker. An account may support automated trading but restrict particular techniques or instruments. A custom programme may also need a continuously running terminal or hosted server. Reliable logs, alerts, and an emergency stop are less visible than a profitable backtest, yet they determine if the system can be supervised.
Algorithmic trading makes execution more consistent and trading more accessible. It does not turn a rule into an edge merely by placing it in code. MetaTrader 5 tutorials can explain the terminal, but responsibility stays with the investor. The computer handles repetition and speed. The person remains accountable for the strategy, the risk, and the decision to keep it running.
As interest in emerging technologies continues to grow across Africa, Amplify Africa is helping bridge the gap between technology awareness and practical adoption across East Africa.
The company designs and delivers localized education, platform onboarding and community engagement programs that help technology providers connect with students, young professionals, developers, startup founders and small and medium-sized businesses.
To date, Amplify Africa has engaged more than 20,000 participants through hands-on technical workshops and structured onboarding campaigns. Its academic network includes partnerships with more than 20 higher education institutions, including Kenyatta University in Kenya, Kyambogo University in Uganda and Addis Ababa University in Ethiopia.
Beyond universities, Amplify Africa has access to a network of more than 1,000 startup founders and SMEs across its community and business ecosystem. Through introductions to vetted businesses and distribution through its community channels, the company helps technology partners reach potential users, customers and ecosystem participants in relevant markets.
“Emerging technology only delivers value when real communities understand how to use it,” said Esther Kendi, Founder and CEO of Amplify Africa. “Africa cannot be approached as a single, uniform market. What works in Nairobi does not automatically translate to Kampala or Addis Ababa. Technology companies require local execution, trusted community relationships and ground-level education to build sustainable user bases.”
Amplify Africa serves as a localized delivery and adoption partner for technology companies entering or expanding across East Africa. Its work has included education and onboarding initiatives alongside global technology companies such as Binance, Avalanche and Movement, helping introduce users and communities to blockchain, digital assets and other emerging technologies.
The company’s programs go beyond introductory awareness. They include digital literacy, platform registration, practical tooling sessions, community engagement and ecosystem education, helping participants interact with emerging digital platforms responsibly and effectively.
Amplify Africa is seeking to work with global and regional technology companies—particularly those building in blockchain, Web3, fintech and digital infrastructure—that want to build awareness, reach relevant communities and support adoption across East Africa.
Through its university partnerships, founder and SME network, community channels and local ecosystem relationships, Amplify Africa helps technology companies move from market entry and awareness to meaningful engagement with users and businesses.
Airtel Money plans to list on the London Stock Exchange in an IPO that will see existing shareholders sell shares, with the International Finance Corporation agreeing to invest up to $90 million as a cornerstone investor.
The mobile financial services business, which operates in 13 African markets, will not raise new capital through the offer. Airtel Africa owns 77.85% of the company.
Airtel Money had 53 million monthly active customers at the end of June, while transaction value reached $213 billion in the 12 months to June. Revenue rose to $1.35 billion in the year ended March 2026 from $990 million, while EBITDA increased to $676 million from $512 million.
The company operates more than 2.3 million agents and says more than 75 million Airtel Africa subscribers across its markets are not yet Airtel Money customers, providing scope for further expansion.
A prospectus is expected in early October, with the final offer price expected in mid-October after book-building. Airtel Money expects a free float of at least 10% following the listing.
Electric motorcycle maker Spiro has secured an additional $18 million in debt financing as it expands in Uganda and Rwanda.
The latest funding, from Africa Go Green Fund, takes the fund’s total commitment to the company to $36 million and will be used to fund additional electric motorcycles and battery-swapping infrastructure in the two markets,.
Spiro has deployed more than 135,000 electric motorcycles across seven African markets and completed more than 50 million battery swaps, the company said.
The new financing follows an $18 million commitment from Africa Go Green Fund in December 2025, part of a $25 million debt facility that also included $7 million from Nithio.
Spiro has raised substantial capital as it has expanded its operations. In October 2025, it raised $100 million, including $75 million from Afreximbank’s investment arm, the Fund for Export Development in Africa.
In February, Spiro secured a $50 million debt facility from Afreximbank, Africa Go Green Fund and Nithio to expand its battery-swapping network.The company later announced $215 million in equity financing and a further $55 million investment from NewTrails Capital, bringing that equity round to $270 million.
The latest financing is separate from those equity transactions and will support further expansion of Spiro’s infrastructure.Spiro’s battery-swapping model allows riders to exchange depleted batteries for charged ones rather than wait for their motorcycles to recharge.
The company has introduced larger swap stations in Kenya and Rwanda as it expands its network. Laurène Aigrain, managing director of Africa Go Green Fund, said the additional financing reflected Spiro’s progress since the initial investment.
Spiro founder Gagan Gupta said the increased commitment showed investor confidence in the company, while group CEO Anant Badjatya said the funds would accelerate deployment in Uganda and Rwanda.
The latest financing gives Spiro additional debt capital as it expands its fleet and battery infrastructure across African markets, while taking Africa Go Green Fund’s cumulative commitment to the company to $36 million.
Binance has invested $100 million in Circle Internet Group Inc. and agreed to extend its strategic partnership with the stablecoin issuer for five years, deepening its push to expand the use of USDC in emerging markets.
Binance said Tuesday it purchased $100 million of Circle’s Class A common stock through a private placement at a price representing a 5% discount to the market price of Circle shares before the transaction closed. Circle trades on the New York Stock Exchange under the ticker CRCL.
The expanded partnership will see Binance promote USDC across its global platform, with a particular focus on emerging markets. Circle will provide infrastructure services supporting the holding and use of USDC.
The agreement gives Binance a direct equity stake in Circle while extending a commercial relationship centered on increasing the reach and utility of the dollar-denominated stablecoin.
“Circle has earned its place as one of the most credible issuers in the world spanning USDC, Arc and the infrastructure reshaping how value moves across borders,” Richard Teng, co-CEO of Binance, said in a statement.
“Our $100 million investment and five-year commitment represent long-duration conviction,” Teng said, adding that the partnership is intended to expand access to what he described as a “stable, trusted digital dollar.”
The investment comes as stablecoins become an increasingly important part of the digital-asset market, particularly for transferring and holding dollar-denominated value across borders.
Binance said its focus on emerging markets will include expanding access to USDC through its global platform. The exchange sees stablecoins as a way to provide users with digital access to dollar-denominated assets using smartphones and internet-connected devices.
Circle Chief Executive Officer Jeremy Allaire said the partnership would allow the companies to pursue opportunities around dollar access, savings, investment and digital-asset products.
“Together, we see incredible opportunities to leverage USDC to expand dollar access, support savings and investment with innovative digital asset products, and reach people and businesses throughout global emerging markets,” Allaire said.
The companies also pointed to Binance’s large digital-currency user base and Circle’s stablecoin and financial infrastructure as complementary strengths in expanding USDC adoption.
For Circle, the agreement provides access to Binance’s global distribution network at a time when stablecoin adoption is expanding beyond cryptocurrency trading into payments, savings and cross-border transactions.
For Binance, the $100 million investment adds an equity component to its relationship with one of the industry’s leading stablecoin issuers, while the five-year agreement provides a longer-term framework for promoting USDC across its platform.
The deal also links Binance more closely to Circle’s broader infrastructure ambitions, including Arc, Circle’s blockchain designed for payments and financial applications.
The five-year arrangement is focused on promoting USDC globally, with emerging markets identified as a key area for growth.
Kenya is seeking to build a clearer path for university research and locally developed technologies to reach the market, as government, academia and industry push to extract more commercial value from the country’s research base.
Researchers, universities, technical colleges, government agencies, standards bodies and private companies meeting in Nairobi said promising technologies frequently stall between the laboratory and the market because of gaps in financing, testing, certification, intellectual-property arrangements and access to industry.
The recommendations emerged from a Research, Innovation and Commercialisation Roundtable held at Weston Hotel as part of preparations for the Africa Technology Leadership Conference (ATLC), scheduled for Oct. 22–23 in Nairobi.
“We are producing knowledge. Do we have the talent and ideas? The answer is yes. The question is whether we can convert more of this knowledge, consistently and sustainably,” said Professor Shaukat Abdulrazak, principal secretary in the State Department for Science, Research and Innovation.
Professor Vasey N.Mwaja, Chair of NACOSTI
Kenya needs to demonstrate clearer economic and public returns from its investment in universities and research institutions by turning more research into enterprises, jobs and products, Abdulrazak said.
The meeting identified several bottlenecks, including limited interaction between researchers and companies during product development, fragmented access to laboratories and technical facilities, and funding gaps between proof of concept and commercialisation.
Participants proposed creating specialised clusters linking universities, research organisations, TVET institutions and companies around specific national and commercial problems. A national repository of researchers, facilities, expertise and research outputs was also proposed to make technical capabilities easier to identify and access.
Financing emerged as a particular concern. Rather than treating research funding as a single category, participants called for capital to be matched to development stages ranging from ideation and proof of concept to prototyping, validation, commercialisation and scale.
The Kenya Bureau of Standards urged innovators to address standards, testing and certification earlier in the product-development cycle. Participants said smaller institutions and startups often lack affordable access to testing and certification facilities, creating another barrier to market entry.
Intellectual-property ownership was also raised as an issue, with participants calling for clearer rules governing ownership and revenue-sharing between researchers, universities, students and private-sector partners.
“We are here to reflect and prepare ourselves to be part of the upcoming Africa Technology Leadership Conference in October by shaping what we want to find and what we want to give there,” said Professor Vasey N. Mwaja, chair of the National Commission for Science, Technology and Innovation.
Building a pipeline
The discussions will form part of a Kenyan position paper to be presented at the Africa Technology Leadership Conference 2026.
Participating institutions are expected to identify priority research areas, leading researchers, major facilities and promising technologies ahead of the conference. The information will be used to create an initial national inventory of research and technical capabilities.
Selected innovations will then be screened for potential engagement with investors, corporations and technical partners.
Organizers are proposing deal rooms and structured one-to-one meetings at ATLC to connect research projects with financing, testing facilities, technical expertise, commercial partners and distribution networks.
The participants also called for greater domestic financing of commercialisation through public funding, corporate investment, matching grants, blended finance and longer-term capital.
The effort comes as Kenya seeks to strengthen the link between its research institutions and the private sector, shifting the focus from producing research to developing technologies that can attract investment and generate commercial and public value.
Africa Technology Leadership Conference 2026 Oct. 22–23 | Argyle Grand Hotel, Nairobi
Samsung Electronics has begun the official rollout of One UI 9, bringing new Galaxy AI features, personalization tools and security capabilities to more Galaxy devices.
The rollout starts with the Galaxy S26, Galaxy S26+ and Galaxy S26 Ultra, following the software’s debut on Samsung’s latest foldable devices, including the Galaxy Z Fold8 Ultra, Galaxy Z Fold8 and Galaxy Z Flip8.
One UI 9 is designed to make Galaxy devices more context-aware, while giving users more control over how they capture content, organize information and manage their devices.
AI moves deeper into everyday Galaxy features
One of the most visible additions is My FanCam, which uses AI to automatically track a selected person in recorded video and keep them centered as the scene changes. The feature is designed to reduce the need for manual reframing when recording performances, sporting events and other moving subjects.
Samsung is also expanding the Now Brief experience with Generative and Editable Cards. Users can create and customize cards covering areas such as health, weather and video, allowing the daily summary to reflect information they consider most relevant.
Another addition, Now Nudge, brings context-aware suggestions into more parts of the Galaxy experience. When users are making plans in a text conversation, for example, the feature can surface reservation information or allow a shared location to be saved without requiring them to leave the conversation.
Samsung is also adding more proactive creative assistance. Creative Studio can suggest image-generation ideas based on upcoming events, such as creating a themed birthday image or greeting when a friend’s birthday approaches.
Translation and productivity get new tools
One UI 9 also expands Samsung’s translation and productivity features.
Interpreter gains a Thread View that allows users to refer back to earlier exchanges during translated conversations. Samsung says Conversation Mode translation is also faster, while compatible Galaxy Buds can provide quicker playback.
Document Scan has been updated to handle difficult materials, including curved book pages and papers with folded corners, with less manual adjustment. Samsung is also improving scanning on compatible large-screen Galaxy devices and adding an enhanced Finger Eraser.
For recorded conversations and meetings, Voice Recorder now presents summaries in a more structured format, including headings and tables designed to make key information easier to review.
Samsung adds more device-management tools
One UI 9 also moves more support functions into the Settings menu through Warranty and Care.
Users can check warranty coverage for connected mobile devices, run self-diagnostics, view repair estimates, manage Samsung Care+ and book service appointments.
The changes point to a broader shift in Samsung’s software strategy, with AI increasingly embedded not only in flagship camera and productivity features but also in device management and everyday interactions.
Security becomes more proactive
Samsung is also adding new security and privacy features.
Security Brief brings alerts about potential issues such as malware, apps installed from unknown sources and unnecessary permissions into Now Brief.
Privacy Alerts use on-device AI to identify potential privacy risks, including unnecessary attempts by applications to access permissions in the background.
Samsung is also expanding Scam Detection to additional countries and languages, extending protection against potentially fraudulent calls to more Galaxy users in supported markets.
The One UI 9 rollout will expand beyond the initial Galaxy S26 series as Samsung makes the software available to additional compatible Galaxy devices. Availability of individual features may vary by device, market and language.
Google is targeting Kenya’s growing community of digital creators, media professionals and university students with hands-on training on how to use its Gemini artificial intelligence tools for research, storytelling, content production and learning.
The company hosted a Nairobi workshop dubbed “Tutunge na Gemini”, giving participants practical experience with Gemini tools for brainstorming, research, writing, editing, visual creation and content planning.
The event highlighted Gemini Omni and Nano Banana 2, which Google demonstrated for creating visual assets, rapid prototypes, product photography and promotional content. Participants also tested Gemini Live for conversational ideation and Gems for developing and refining customized workflows.
The push comes as generative AI moves deeper into creative and professional work, putting pressure on creators, publishers and students to develop practical skills in using the technology.
“AI is most useful when it helps people turn their ideas into meaningful work,” said Janet Kemboi, Google’s Head of Communications for Africa.
“Through Tutunge na Gemini, we are giving Kenya’s creators, media professionals and university students the opportunity to explore how Gemini can become part of their everyday creative and learning process — from developing an idea and conducting research to creating, refining and sharing a story,” she said.
Google also used the workshop to promote its Google AI Plus Student Offer, which gives eligible university students in Kenya access to advanced Gemini capabilities, including Gemini Omni, higher Gemini usage limits and 400GB of cloud storage across Google Drive, Gmail and Google Photos.
Charles Murito, Google’s Regional Director of Government Affairs and Public Policy for the Middle East and Africa, said the offer was intended to reduce the cost of accessing advanced AI tools for African students.
“This workshop demonstrates our commitment to upskill African youth with the digital tools they need to succeed beyond the continent,” Murito said.
He said the program could help students at smaller public universities and technical colleges gain access to research and synthesis tools that may otherwise be constrained by institutional resources.
Beyond content generation, Google demonstrated Gemini’s broader capabilities around contextual assistance, personalization and agentic tasks, including helping users manage administrative work and schedules.
For creators and media professionals, those capabilities could shift AI’s role from a tool used for individual writing tasks toward a more integrated part of the production workflow.
The Nairobi workshop is part of Google’s broader effort to build practical AI literacy as generative AI becomes increasingly embedded in education, media and creative industries across Africa.
SBM Bank Kenya and Fusion Estates, have signed a Memorandum of Understanding (MoU) to facilitate mortgage financing of up to 90% for homebuyers.
The firms seek to attract local and diaspora investors from the United Arab Emirates, the United States, and the United Kingdom, banking on their respective mortgage financing and real estate expertise respectively.
In a statement, Bhartesh Shah, Chief Executive Officer of SBM Bank Kenya, said, “By offering financing of up to 90%, we are removing one of the biggest barriers to home ownership and making it possible for Kenyans to invest confidently in quality developments in the country.”
Fusion Estates currently manages a project in Narumoru with more than 60% of units in the current phase already sold, Kitengela which represents a smaller, targeted development within the company’s portfolio and the centrepiece- Oak Grove City in Juja, a flagship master planned community that has both residential and commercial units.
Oak Grove City offers plots ranging from one eighth of an acre to a full acre and allows homeowners to design their own houses subject to architectural approval. The development is structured to serve multiple customer segments across income levels and plot sizes, with land priced from as low as KES 3.3 million to KES 24 million.
“Through this partnership, we can widen access to well-planned, quality housing across different income levels, including more affordable options within developments like Oak Grove City,” said Daniel Kamau, Group Chief Executive Officer of Fusion Estates. “Having the right partner will make it easier for diaspora buyers to invest in property back home.”
Biochar Industrial Group has raised $1.5 million in pre-seed funding to expand a business that converts agricultural waste from African food processors into biochar and carbon-removal credits.
The round was led by BREEGA, with participation from Catalyst Fund, while Mulago Foundation provided non-dilutive funding, the company said Sept. 17.
Lagos-based BIG plans to deploy pyrolysis equipment directly at food-processing factories, turning materials including nut shells, corn cobs, husks and stalks into a stable form of carbon that can remain in soils for hundreds to thousands of years.
The company sells the resulting carbon-removal credits while returning the biochar to agricultural supply chains as a soil amendment. The model is designed to give food processors a new source of revenue from waste that would otherwise have little or negative economic value.
“Africa has natural advantages to lead the most scalable and cost effective biomass-based carbon removal globally,” said Ikenna Nzewi, BIG’s chief executive officer. “By forming true win-win partnerships with agricultural processors to produce biochar, we have the opportunity to turn localised waste liabilities into a transformative global solution.”
BIG is targeting an agricultural waste stream that it estimates at about 1 billion tons of non-edible biomass annually across Africa. The company says the volume is expected to rise as the continent’s population grows and agricultural production expands.
The company uses continuous pyrolysis, heating biomass at more than 600 degrees Celsius without oxygen. The process prevents the carbon absorbed by plants from returning to the atmosphere through decomposition and produces biochar that can be applied to farmland.
BIG said field trials using its biochar have delivered yield increases of as much as 50%.
The company was founded by Nzewi, Chief Technology Officer Uzoma Ayogu and Chief Operating Officer Isaiah Udotong. The three previously worked at Releaf Earth, a Y Combinator-backed agricultural processing company, where they developed industrial machinery, operated four factories and built supply chains connecting thousands of smallholder farmers to processing facilities.
The founders are now applying that industrial experience to the carbon-removal market, where demand for durable carbon removal is increasing as companies seek ways to address emissions that are difficult to eliminate directly.
“BIG is turning a real industrial waste problem into repeatable, audit-grade carbon credits,” said Tosin Faniro-Dada, a partner at BREEGA.
BIG’s approach differs from centralized carbon-removal projects by placing its equipment inside or alongside existing food-processing operations. The company says this can reduce the cost of transporting biomass and create local technical jobs while integrating biochar into existing agricultural networks.
The company intends to use the new capital to expand its factory partnerships and scale its Biochar-as-a-Service model across Sub-Saharan Africa.
Kenya’s active mobile subscriptions climbed to almost 88 million by the end of June, exceeding the country’s population as individuals and businesses maintain multiple SIM cards across different networks and for different services.
The number of active mobile subscriptions reached 87.999 million in the fourth quarter of the 2025/26 financial year, up 4.6% from a year earlier, according to the Communications Authority of Kenya. The figure translated into a mobile penetration rate of 165%, compared with 146.3% a year earlier.
The growth came as Kenya’s mobile device market continued to change. Smartphones reached 52.26 million by June, while feature phones declined to 27.42 million. Total mobile devices connected to networks stood at 79.7 million, equivalent to a penetration rate of 149.4%.
The Communications Authority attributed the growth in smartphone adoption partly to the expansion of 4G and 5G networks, while noting a continued decline in feature-phone usage.
The shift is changing the nature of Kenya’s mobile market. Phones are increasingly becoming gateways to financial services, commerce, entertainment, government services and business applications rather than simply tools for voice calls and text messages.
Mobile data subscriptions reached 64.26 million at the end of June, up 9.7% from 58.6 million a year earlier. Mobile broadband accounted for 85.5% of mobile data subscriptions, with 4G the most widely adopted broadband technology.
Data consumption over 4G and 5G networks continued to rise during the period, while 3G consumption declined as subscribers increasingly opted for higher-speed connectivity.
The shift is also visible in traditional communications. Domestic voice traffic increased 13.6% during the financial year to 126.7 billion minutes, while SMS traffic fell 0.3% to 57.1 billion messages.
The regulator attributed the decline in SMS partly to the growing use of over-the-top messaging services such as WhatsApp.
Kenya’s mobile market is also increasingly tied to financial services. Mobile-money subscriptions reached 54 million by June, representing 101.3% penetration after growing 13.2% during the year.
Safaricom remained the largest operator, with 69.8% of mobile subscriptions and 64.4% of mobile broadband subscriptions at the end of June. Its share of mobile-money transfers stood at 88.8%.
The broader mobile-services market generated KSh440.9 billion in revenue in 2025, an increase of 3.6%. Other services, a category that includes mobile money, roaming, bulk SMS and airtime credit, accounted for 42.8% of mobile-service revenue, ahead of voice at 25.6%, data at 28.2% and SMS at 3.4%.
The figures point to a telecommunications industry increasingly driven by data, financial services and digital platforms rather than traditional voice and messaging.
For operators, the expansion of smartphones and broadband creates a larger addressable market for digital services. For consumers and businesses, it means a growing share of everyday transactions and communications can be conducted through mobile applications.
Kenya’s mobile sector ended the 2025/26 financial year with more connections, more smartphones and greater use of broadband and mobile financial services, reinforcing the central role of mobile networks in the country’s digital economy.
TikTok has begun asking Kenyan content creators to submit tax-residency and personal information as the platform prepares to comply with Kenya’s withholding-tax requirements on digital content income.
Creators are being directed through TikTok’s platform announcements to complete a Kenyan tax form, where they must identify themselves as residents or non-residents.
The information will be used to determine the applicable withholding-tax treatment, with the form indicating rates of 5% for residents and 20% for non-residents.
TikTok’s form asks creators to provide their names, email addresses, country of residence and residential status. Residential address details are also requested, although providing an address is not mandatory.
The move follows Kenya’s introduction of withholding tax on income earned from digital content in July 2023. The rules cover revenue streams including advertising, sponsorships, affiliate commissions, subscriptions and other forms of digital content monetisation.
For creators earning through eligible TikTok programmes, the requirement could result in tax being deducted from their earnings before payouts are made.The amount withheld would be an advance payment of tax rather than necessarily the creator’s final tax liability.
Creators would still be required to declare their full income when filing annual tax returns, with any tax already withheld taken into account in determining their final tax position.
TikTok has not announced when the withholding will begin or confirmed the specific rate it will apply to individual creator payouts.
The development adds another compliance requirement for Kenyan creators earning income through global digital platforms as the country expands taxation of the digital economy.
Catalyst Fund has invested in OKOA, an African electric-mobility startup developing an interoperable battery-swapping network for electric motorcycles.
The investment will support OKOA’s rollout of battery-swapping infrastructure as the company moves toward commercial deployment in African markets.
Catalyst Fund did not disclose the size of its investment in OKOA in its July 2026 announcement but it’ll help OKOA initially expand in Tanzania and Cameroon, with the company also reporting a pipeline of about 30 cities across six African countries.
The startup’s model is built around battery interoperability, allowing batteries to be used across electric motorcycles from different manufacturers. Riders can exchange depleted batteries for charged units in about one minute rather than waiting for conventional charging.
OKOA was formed through the combination of electric-mobility company OKOA and Kenyan battery-management technology company Stima in 2024. The combined group is led by Alexandre Coster, who previously founded and led energy-access company Baobab+, alongside Stima co-founders Jason Gras, Emile Fulcheri and Ahmed Ali.
Catalyst Fund said the investment reflects its focus on startups addressing climate resilience and economic inclusion in emerging markets.
OKOA says its battery-swapping model is designed to reduce riders’ energy costs by 40% to 60% compared with petrol, while its asset-light franchise model allows existing businesses such as fuel stations, shops and car washes to host swapping points.
The company is preparing to demonstrate its first interoperable swaps in 2026 as it begins scaling the network beyond its initial markets.
Nigerian cybersecurity startup Aeon has raised $1 million in a pre-seed funding round led by Terra Industries, as the African defense and critical-infrastructure company expands into digital security.
Terra Industries said on Sept. 18 that the round also attracted participation from Resilience17, the investment fund of Flutterwave co-founder and CEO Olugbenga Agboola, alongside other investors.
The investment follows a pilot between Terra and Aeon earlier this year and includes a commercial joint venture to deploy Aeon’s cybersecurity technology across military and commercial operations.
Lagos-based Aeon, founded by Samuel Ogbonyomi, Ben Eluan and Alex Idowu, is developing a cybersecurity platform designed to give organizations a single view of vulnerabilities across networks, code, cloud infrastructure and endpoints.
“Almost every operator we worked with had a dozen security tools and no single view of their exposure,” Ogbonyomi, Aeon’s co-founder and chief executive, said in a statement.
Terra said the partnership will allow it to offer customers protection covering both physical infrastructure and the digital systems that operate it. The companies plan to jointly pursue contracts with governments and corporations across the Global South.
The deal comes as African organizations face growing cyber threats targeting financial institutions, government agencies and other critical infrastructure.
Terra cited an INTERPOL assessment that estimated cyber incidents across Africa had caused more than $3 billion in losses since 2019. The report also identified finance, healthcare, energy and government among sectors heavily targeted by cybercrime.
Terra, founded in 2024, develops security systems spanning air, land and maritime operations and uses its ArtemisOS software platform to manage large-scale security operations.
The company said the Aeon investment is part of its broader strategy to extend its protection of critical infrastructure from physical assets into the networks, software and data that underpin them.
“We see Aeon becoming the sovereign cyber defense layer for the Global South,” Terra Chief Executive Nathan Nwachuku said.
The companies said they intend to jointly execute government and corporate contracts, with Terra focused on physical security and Aeon on digital and cyber defense.
Mastercard and Trip.com are teaming up to demonstrate how artificial intelligence agents could change the way travelers search, book and pay for travel services.
The companies, working with payments provider Network International, are showcasing an AI-powered booking experience that allows Trip.com’s TripGenie agent to help consumers discover travel options, make selections and complete purchases using Mastercard’s Agent Suite for Merchants.
The initiative marks a shift from AI being used primarily for travel search and recommendations toward so-called agentic commerce, where AI systems can take authorized actions on behalf of consumers.
Mastercard’s Agent Suite for Merchants is designed to allow businesses to integrate AI-powered shopping experiences into existing e-commerce environments. The platform supports functions including product discovery, research and consumer-authorized purchases, while giving merchants control over their brand and customer experience.
For Trip.com, the technology is being applied to travel, combining its booking platform with Network International’s acquiring capabilities and Mastercard’s payments network, gateway infrastructure and agentic-commerce technologies.
“As agentic AI drives a fundamental shift in how consumers shop, Mastercard is committed to providing merchants with a way to build, connect and scale AI-powered shopping experiences – that differentiate for their customers while ensuring they remain in control of their brand and customer engagements,” said Mete Güney, executive vice president, Market Development, EEMEA, Mastercard.
Trip.com CEO Schubert Lou said AI is moving travel beyond traditional search toward more personalized journeys that can connect discovery, planning, booking and payment.
The collaboration is initially focused on selected travel services, including attractions and ancillary offerings. TripGenie is being showcased exclusively at the Arabian Travel Market as what the companies describe as a global first, with a phased rollout and commercial launch expected in early 2027.
Network International said its payments infrastructure will provide the underlying capabilities needed to support agentic transactions across the Middle East and Africa.
The partnership also provides a potential model for merchants, payment providers and financial institutions looking to adopt agent-driven commerce, as AI agents increasingly become an interface between consumers and businesses.
Mastercard’s Agent Suite for Merchants is available through Mastercard Merchant Cloud, an open acceptance framework that brings together payment capabilities including fraud protection, authentication, tokenization, data and partner services.
Samsung’s Fan Edition phones have traditionally offered a middle ground between flagship performance and a more approachable price. The Galaxy S26 FE continues that formula, but this time Samsung has made several changes that go beyond a simple cosmetic refresh.
Compared with the Galaxy S25 FE, the new model brings a newer 3nm processor, expanded Galaxy AI capabilities, upgraded image processing and a redesigned finish. The battery capacity and core camera configuration remain largely familiar, however, making the upgrade question less straightforward for existing owners.
Here’s how the two generations compare.
Galaxy S25 FE vs S26 FE: Key Differences
Feature
Galaxy S25 FE
Galaxy S26 FE
Processor
4nm Exynos 2400
3nm Exynos 2500
CPU/GPU performance
—
Up to 30% faster
NPU performance
—
Up to 40% faster
Operating system
Android 16 / One UI 8
Android 17 / One UI 9
Main camera
50MP
50MP
Ultra-wide
12MP
12MP
Telephoto
8MP, 3x optical zoom
8MP, 3x optical zoom
Battery
4,900mAh
4,900mAh
Fast charging
45W
45W
Durability
Gorilla Glass Victus®+ / IP68
Gorilla Glass Victus®+ / IP68
Notable AI features
Generative Edit, Circle to Search
My FanCam, Now Nudge, subject tracking
Google AI Pro
—
6-month trial
Design: The S26 FE Makes a Bigger Statement
The Galaxy S25 FE opted for a more understated matte aesthetic, while the Galaxy S26 FE takes a noticeably more expressive approach.
The newer phone introduces a glossy finish and fresh color options, including Pistachio and Blueberry. Both models continue to offer Corning® Gorilla® Glass Victus®+ protection and an IP68 rating for water and dust resistance.
The change isn’t necessarily about durability—the two phones offer similar protection—but the S26 FE has a more attention-grabbing appearance.
For buyers who care about how their phone looks and feels, the new finishes could be one of the more immediately noticeable differences.
Performance: This Is Where the S26 FE Pulls Ahead
The biggest upgrade is inside the phone.
The Galaxy S25 FE uses the 4nm Exynos 2400, a processor capable of handling everyday tasks, multitasking, social media and casual gaming without much trouble.
The Galaxy S26 FE moves to Samsung’s 3nm Exynos 2500. Samsung claims up to a 30% improvement in CPU and GPU performance, while NPU performance is up by as much as 40%.
Those gains should matter most to demanding users. Mobile games can benefit from additional graphics performance, while creators working with video, photography and other demanding applications can take advantage of the extra processing headroom.
The newer manufacturing process can also improve efficiency and thermal performance, potentially allowing the S26 FE to maintain performance for longer before heat becomes a limiting factor.
For ordinary users, the difference may not always be dramatic. For power users, however, the processor upgrade is one of the S26 FE’s most significant improvements.
Galaxy AI: More Features, More On-Device Processing
Samsung is also putting greater emphasis on artificial intelligence with the S26 FE.
The phone arrives with Android 17 and One UI 9, introducing newer Galaxy AI tools such as My FanCam, Now Nudge and automated subject tracking for video capture.
The S25 FE already offered features such as Generative Edit and Circle to Search, so Samsung isn’t starting from scratch. Instead, the S26 FE builds on that foundation with faster processing and additional AI capabilities.
Tasks such as photo editing, voice transcription and AI-powered suggestions should benefit from the newer processor and its faster NPU.
The S26 FE also comes with a six-month trial of Google AI Pro, adding another incentive for users who want access to Google’s premium generative AI tools.
Cameras: Same Numbers, Better Processing
On paper, the camera hardware looks remarkably similar.
Both phones use a 50MP main camera, a 12MP ultra-wide camera and an 8MP telephoto camera offering 3x optical zoom.
The S26 FE’s advantage comes from processing rather than dramatically different camera hardware.
Its upgraded Image Signal Processor is designed to improve low-light photography, dynamic range and video stabilization. Super Steady Horizon Lock also adds a new stabilization capability for video recording.
That means the S26 FE isn’t necessarily a completely different camera phone. Instead, it is designed to produce better results from a familiar camera configuration through improved processing and software.
Battery: Same Size, Greater Efficiency
Samsung hasn’t increased battery capacity.
Both generations use a 4,900mAh battery and support 45W fast charging.
The difference is efficiency. The S26 FE’s 3nm processor is designed to deliver more performance while consuming less power, which can translate into longer battery life under comparable usage.
The actual improvement will depend on how the phone is used, but heavy users stand to benefit most from efficiency gains.
So, Should You Upgrade?
The answer depends largely on which phone you’re coming from.
Coming from the Galaxy S23 FE?
The S26 FE represents a substantial generational step. You’ll get newer hardware, improved performance, newer AI capabilities and a refreshed design.
Buying your first Fan Edition phone?
The S26 FE offers Samsung’s latest Fan Edition hardware and software, making it the more current option if the price difference is reasonable.
Already using the Galaxy S25 FE?
That’s where things get more complicated.
The S25 FE remains capable of handling everyday tasks, gaming, photography and Samsung’s existing AI features. Its 4,900mAh battery, 45W charging and triple-camera setup also remain competitive.
The S26 FE’s improvements are most compelling for users who regularly demand more from their phones—particularly gamers, content creators and heavy multitaskers.
Verdict: A Meaningful Upgrade, But Not an Essential One for Everyone
The Galaxy S26 FE is a clear evolution of Samsung’s Fan Edition formula.
The 3nm Exynos 2500 is the biggest hardware change, while the expanded AI experience, improved image processing and refreshed design add further reasons to consider the newer phone.
But the similarities matter too. The camera configuration, battery capacity and charging speed remain unchanged, so S25 FE owners shouldn’t expect an entirely different smartphone experience.
For someone upgrading from an older Fan Edition model, the S26 FE makes a stronger case. For S25 FE owners, the decision comes down to how much they value the performance gains, newer AI features and design changes.
In short, the Galaxy S26 FE is an upgrade and it’s worth upgrading.
South African telecoms group Vodacom plans to appeal a Kenyan High Court ruling that ordered the cancellation of its $1.6 billion purchase of an additional 15% stake in Safaricom from the Kenyan government.
The court ruled on Tuesday that the government had failed to adequately involve the public in the sale and that the process involved the concealment of material information, according to a statement seen by TechMoran. It ordered the 15% stake to be returned to the government.
Vodacom said late Tuesday it would appeal to Kenya’s Court of Appeal and apply to the High Court to stay enforcement of the judgment pending the appeal. The transaction, announced in December 2025 and completed in June 2026, increased Vodacom’s effective interest in Safaricom to 55%, while reducing the Kenyan government’s stake to 20%.
The deal expanded Vodacom’s control of Safaricom, Kenya’s largest telecoms operator and the company behind the M-Pesa mobile-money platform. Safaricom is listed on the Nairobi Securities Exchange and is one of the most valuable companies in Kenya.
Vodacom has been a shareholder in Safaricom since 2017, when it acquired Vodafone Group’s indirect interest in the Kenyan operator as part of a wider restructuring of Vodafone’s African assets. The transaction made Vodacom Safaricom’s largest shareholder alongside the Kenyan government.
The latest purchase followed years of changes in Safaricom’s ownership structure. Before the transaction, the Kenyan government held a 35% stake, while Vodacom had an effective 40% interest. The additional 15% sale was therefore significant for both Vodacom’s control of the business and the government’s ability to raise money from the company.
The transaction was also part of President William Ruto’s administration’s broader efforts to raise funds through the sale of state assets as Kenya faces large debt-servicing obligations.
The government has argued that asset sales can help strengthen public finances, while the Safaricom transaction has faced legal scrutiny over whether the state followed the constitutional and statutory requirements governing the disposal of public assets.
Safaricom said it was reviewing the High Court judgment and assessing its implications.
The ruling puts one of Kenya’s largest corporate transactions under renewed legal scrutiny. The final ownership structure will depend on the outcome of Vodacom’s appeal and any further court orders concerning the transfer of the shares.
Meta is partnering with African AI accelerator This Is Digital to launch an AI academy in Kenya, targeting students, developers, startups, small businesses and professionals as demand for artificial intelligence skills grows across the country.
The Meta AI Academy Kenya will combine developer training, startup acceleration and an eight-week masterclass covering AI fundamentals, prompt engineering, research, document processing, reporting, communication and productivity, according to a press release.
The program will also feature an AI Pitchathon on Oct. 15, where Kenyan startups and developers building solutions with Meta’s AI technologies will pitch their products for a chance to receive equity-free funding and an invitation to pitch at Meta’s AI Summit in Istanbul in November.
Applications for the Pitchathon close Sept. 30, while applications for the AI Masterclass close Oct. 31. The masterclass begins Nov. 3.
“The next wave of AI innovation in Kenya will come from local builders solving local problems,” Mercy Ndegwa, Meta’s public policy director for East Africa, said in the release. She said the partnership is intended to put practical training and Meta’s open models in the hands of Kenyan developers, students and small-business owners.
This Is Digital, founded on International AI Appreciation Day in 2025, says it has trained more than 800 AI Champions across more than 10 countries. The company provides AI consultancy, workforce training and masterclasses.
Gregory Wanjama, CEO of This Is Digital, said the partnership would expand the organization’s efforts to equip African professionals, startups and students with practical AI skills.
The academy comes as Kenya positions itself as a technology hub in Africa, with startups, businesses and government agencies increasingly exploring generative AI and automation to improve productivity and develop new digital services.
Grace Murugi, chief AI and digital strategist at This Is Digital, said the academy will focus on making AI concepts accessible while emphasizing ethical and responsible use. Applications for both programs are open through the academy’s registration platform.
Mamor Capital has secured R300 million ($18.8 million) in the first close of its debut venture capital fund, giving the black women-owned investment firm capital to begin backing post-revenue technology companies in South Africa.
The Johannesburg-based firm is targeting R550 million ($34 million) for the fund and plans to start deploying capital following the first close.
The fund is anchored by the Public Investment Corporation (PIC), South Africa’s largest asset manager, with additional commitments from the SA SME Fund’s High Impact Seed Fund of Funds, the Technology Innovation Agency and the Small Enterprise Development and Finance Agency.
Mamor Capital spent more than three years raising the fund as South Africa’s technology sector continues to seek larger pools of institutional capital for companies moving beyond the startup stage.
The firm will invest in businesses that have demonstrated commercial demand, with a focus on technology aimed at expanding access to financial and digital services and increasing economic participation.
“After more than three years of fundraising, reaching this first close is an important step for Mamor Capital and a strong endorsement from the institutions that have backed our strategy,” founder and Chief Executive Officer Mamokete Ramathe said.
Mamor Capital is looking for companies that have moved beyond proof of concept and can demonstrate commercial traction. Investment decisions will also consider management strength and whether the firm can help businesses achieve sustainable scale, Co-founder and Chief Financial Officer Fuzlin Levy-Hassen said.
The PIC’s investment gives Mamor Capital a major institutional backer as it moves from fundraising to deployment.
Leon Smit, acting chief investment officer at the PIC, said Mamor Capital had an experienced investment team and a strategy aligned with opportunities in South Africa’s venture capital market.
The SA SME Fund said its investment is intended to strengthen the pipeline of local fund managers backing technology businesses with growth potential.
Mamor Capital said it will apply a gender lens to its investments and seek to improve access to growth capital for underrepresented founders, while targeting financial returns alongside measurable economic impact.
